2009 SMS Pilot Project (SMSPP) Analysis - FAA

• Core SMS Orientation Presenters - The MSMS team learned that having only a few
well versed and knowledgeable presenters to give the SMS orientation sessions was more
effective. The few presenters learned from each orientation session and were able to
better answer questions and give examples at the subsequent sessions. The presenters
increased knowledge and proficiency was evident during subsequent orientation sessions.
• Gap Analysis Facilitator - Having one “gap analysis expert” explain the GAT and
walk the participant through the steps of a PGA was the most successful. Having an
inexperienced person do it was slow and very ineffective.
• Early SMS Pilot Project Engagement – Launching the SMS pilot project for all
participants early in pilot within 4 months vs 16 months would have yielded better data
collection with little effect on field resources. The momentum was drastically slow from
launching one participant every other month and there was incredibly little effect on
office resources. The end result of this slow launch was that the team did not receive the
expected SMS data. The FAA could have supported a much quicker launch sequence and
the pilot project participants may have progressed into level 3 of maturity. The
Participant Management Team would have had a greater learning experience and been
utilized better with a more rapid launch. The MSMS team did not need field support early
in the pilot project because there were no activity for them until the DGA meeting.
• “ICAO SMS” Training – Having pilot project participants take a course in ICAO SMS
would have been beneficial as would have accelerated the gap analysis meeting
discussions. There was a lot of coaching and mentoring by the MSMS team to get the
pilot project participants up to speed. Most of the POCs were knowledgeable on SMS but
the rest of the pilot project participants’ internal SMS team was not.
9-0 MSMS Team Recommendations for Rules, Policies, and
Guidance
The recommendations of the MSMS team are as follows:
1. An FAA-issued SMS rule should be applicable to design and manufacturers, defined as
organizations responsible for type design and/or the manufacturing of aircraft. This
proposed scope for the SMS rule is directly in line with current ICAO requirements.
2. Conduct oversight of an organization instead of conducting specific SMS oversight. To
clarify, the FAA’s oversight of an organization’s SMS would be in conjunction with any
other management system requirements (e.g., QMS). The oversight method should use
performance-based processes for the SMS. Separate audits may be used for compliance
of quality systems, repair stations, etc.
3. Use the D&M SMS Pilot Project Guide as the baseline for an FAA Order. This guide
provides (1) general information to the D&M industry on how to begin developing and
implementing an SMS with D&M industry and (2) guidance to FAA personnel for
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